OUR DECADE OF CHANGE 2010 PERFORMANCE

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1 2011 OUR DECADE OF CHANGE 2010 PERFORMANCE

2 Welcome We re competing to become London s airport of choice. We have ambitious plans and are focussed on doing what s best for our passengers, airlines, employees and community. We re putting the passenger at the centre of our plans. Everything we do is designed to make their journey faster, easier and more rewarding. We re working hard to understand what they want and to deliver a better experience at every step of their journey. Our credentials to transform Gatwick into a great airport are grounded in years of working closely with airlines, business partners and communities. It s about listening, sharing ideas and delivering long-term benefits that will make Gatwick the first choice for airlines. We are modernising and developing the airport with a 1 billion investment programme that will deliver better service and more efficient operations. And we are doing it in the most efficient, and sustainable way. Over the next few years, Gatwick will change beyond all recognition. We re changing the way we look at the world, and the world is beginning to see us differently too. Stewart Wingate CEO ABOUT THIS REPORT This report looks at the progress we have made since the launch of Decade of Change in Summer Issue by issue we set out our approach, performance and plans through to We ve built on last year s report by including more information about how we run the airport responsibly every day. HELLO

3 CONTENTS 4 GATWICK s vital statistics 5 Our environmental performance 6 A responsible approach 7 Our governance structure 9 Managing responsibly 10 A partnership for success 11 Our passenger commitments 17 A sustainable journey for our passengers 18 Running a responsible airport Our people A safe and secure airport Responsible procurement Building a sustainable airport 28 Our sustainability strategy 30 COMMUNITY At the heart of our community 32 economy Our contribution to a STROng local economy 34 LOW CARBON A low carbon Gatwick 36 AIR QUALITY Managing air quality 38 noise Managing our noise impacts 40 TRANSPORT SURFACE ACCESS 42 energy Managing our ENERGY USE 44 WASTE managing our waste 46 WATER Effective water management 48 biodiversity A healthy environment targets 3

4 GATWICK s VITAL STATISTICS Gatwick employs 23,000 people 80 airlines flying to more than 200 destinations 32million passengers top 10 One of the world s top 10 international airports 500 trains 900 coaches and buses Serve Gatwick everyday 53 aircraft movements each hour - that s one every 58 seconds at peak times 33,000 Parking spaces 200+ companies operating at Gatwick 2billion value to the UK economy each year ISO in recognition of our approach to environmental management UK s 2nd largest airport Accreditations from both the Carbon Trust and Airports Council International for our approach to carbon management

5 Our environmental performance A summary of our 2010 performance data is included below. We have included data from 2008 and 2009 to indicate how things are changing. More information can be found under each section and on our website. Issue % Change Data Source Carbon scope 1 (tco2eq) 14,317 12,451 16, RSK Carbon scope 2 (tco2eq) 87,592 87,237 79, RSK Carbon scope 3 (tco2eq) 625, , , RSK Total carbon emissions (tco2eq) 827, , , RSK Air quality - nitrogen dioxide (μg/m³) GAL Air quality - PM 10 (μg/m³) GAL Noise - track keeping (%) GAL Noise - total noise infringements GAL Noise - daytime noise infringements n/a GAL Noise - night-time noise infringements GAL CDA compliance (%) GAL Total waste (t) 12,297 10,177 9, GAL Waste - recycled (%) GAL Waste per pax (kg) n/a GAL Water - consumption (m³) 1,058,000 1,059, , GAL Electricity - consumption (kwh) 163,477, ,578, ,621, GAL Gas - consumption (kwh) ,119 54,246,416 75,333, GAL Passenger public transport use (%) CAA SKM Enviros verified the accuracy and completeness of selected data presented in the table above for the calendar year These were selected by GAL. SKM Enviros s full verification statement can be found on our website. The following KPIs were verified: Nitrogen Dioxide emissions (μg/m³) PM10 emissions (μg/m³) Noise - track keeping (%) Continuous Descent Approach (CDA) compliance (%) Waste per passenger (kg) Total waste generated (t) Waste recycled (%) Water consumption (m³) Electricity consumption (kwh) Gas consumption (kwh) 5

6 A responsible approach Our ambition is to compete to grow and become London s airport of choice. Operating a responsible Gatwick means striking the right balance between the environmental impacts and the social and economic benefits of the airport while offering our passengers a great service. With operational efficiencies come environmental efficiencies, so the better we manage our facilities, the smaller our environmental footprint will become. We will only achieve our targets by working closely with our stakeholders and business partners to deliver joint work programmes. This means that the people we work with, the companies we engage with and the passengers travelling through Gatwick all have a part to play. It s not simply about improving our environmental performance, it s about modernising the airport in the most sustainable way that will enable us to achieve our targets. It s also about making sure that during this period of development the benefits to the economy and to our local community are maximised. OUR KEY PRIORITIES Our Decade of Change strategy supports Gatwick s key priorities, Competing to grow to become London s airport of choice Help our airlines grow Deliver the best passenger experience Increase value and efficiency Protect and enhance our reputation Build a strong environment, health and safety culture Develop the best people, processes and technology NATIONAL POLICY As a critical element of national infrastructure we want to do all we can to help the UK s drive for economic growth. The right public policy is crucial if we are to reach our full potential for doing so. We undertake an active programme of engagement with ministers and senior officials of five major Government Departments to communicate the issues that we face and how the airport s environmental impact can be best managed. leading by example through sustained responsible growth responsible growth will help ensure the long term prosperity of Gatwick encouraging our passengers to support our goals will improve their airport experience recognising the environmental impacts of improved operational efficiencies receiving recognition for what we do ensuring the health and well-being of our employees, our passengers and our environment being a responsible organisation with people development at its heart We input to the policy process and provide required information to relevant government departments. On a parliamentary front, senior staff also appear before parliamentary select committees to give expert insight into issues they are investigating. We see ourselves as an enabler and part of the solution to the issues that Government and parliamentarians face on both a short and long term basis. 6

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8 Our governance structure Our strategic priorities are embedded throughout the airport with a robust governance process, strong technical policies and an innovative employee engagement programme. Delivery against environmental targets is driven and monitored through our Managing Corporate Responsibility (MCR) group, which is chaired by our CEO. Progress in this area is then communicated across the Gatwick Executive Management Board and our Shareholder Board. Our environmental management system (EMS) tracks progress against these targets and ensures that our approach meets the expectations of our stakeholders and regulators. As a result Gatwick is the largest UK airport to attain ISO certification - the international environmental standard. With the launch of Decade of Change came the search for a network of volunteers to help deliver the strategy. These people became our Airport Environment Partners (AEPs). After putting each of them through an accredited training programme they have now been challenged with taking the Decade of Change out to all parts of the airport. Externally our commitment to sustainable development is set out in our S106 Legal Agreement, signed in partnership with Crawley Borough Council (CBC) and West Sussex County Council (WSCC) in This document outlines our approach to growing to 40 million passengers a year sustainably. Performance against this agreement is governed and communicated through our S106 Steering Group, attended by both CBC and WSCC, and to our consultative committee, GATCOM. Corporate Governance Shareholder Board Executive Management Board Decade of Change MCR EMS GAL business units & AEP network S106 Legal Agreement S106 Steering Group GATCOM Stakeholder Groups 7

9 Managing responsibly - FOR OURSELVES, OUR PARTNERS AND OUR PASSENGERS We ve set out our vision for making Gatwick more sustainable. We need to engage our employees, business partners and passengers to make this a reality. Empowering our employees We knew that if Decade of Change was going to be successful we d need the support of our employees from day one. We went a step further and secured their support before we d even gone public. By the time we launched we d already established a network of Airport Environment Partners (AEPs). This network covered every part of our business and each AEP is responsible for making sure that the key principles of Decade of Change are embedded into the everyday operation of the airport. To help them succeed we worked with REED training to develop a bespoke programme to give them all the skills they would need. Green Manager Training We developed our Green Manager training with REED to ensure that our AEPs had the skills, knowledge and support they required. This programme was rolled out in 2011 and we are pleased to report that all our AEPs passed their exams. CBI People s Award Our AEP programme was nominated as a finalist for the CBI s Green Strategy - People Award programme. Although we didn t quite make it this year we are pleased that our programme was recognised in this way and look forward to doing better next year. 9

10 A partnership for success While we were developing our targets, we recognised that much of what we wanted to achieve was outside our direct control. The only way we d succeed was to work with the 200 businesses operating here. We spoke to a number of our key partners during the development of Decade of Change to help shape our strategy and since then we ve further strengthened these partnerships. We then set up the Gatwick Airlines Sustainability Group, which develops and delivers a rolling programme of sustainability initiatives. It s early days yet and next year s report will include more about this group s achievements. Supporting this has been a programme of discussions with our other business partners - the retailers, construction firms, cleaning companies, hotels and other companies operating here at Gatwick. Our aim is to identify opportunities that, by working co-operatively, we can all achieve our respective targets. Our partners are often at the forefront of industry improvements wherever possible we want to enable them to deliver these improvements for the good of the airport. One thing that is clear is that Gatwick feels very much like a community. We want to harness that spirit to build a sustainability programme that is both designed and delivered by the airport community. Gatwick Airlines Sustainability Group We re working with some of our key airline partners here on-airport to deliver solutions to real sustainability issues. Sam Berry, Customer Services Manager, British Airways, said: We re delighted to be working with Gatwick and the other airlines operating here, tackling real issues that can provide tangible benefits to our operations here. The Hilton Gatwick When we see someone doing well we want them to receive full recognition for what they ve achieved. The Hilton Gatwick came top of their corporate sustainability league in recognition of the steps they have taken to reduce their environmental footprint and drive efficiencies throughout their operation - we congratulate them for helping to improve Gatwick s overall environmental footprint. 10

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12 Our passenger commitments Our commitment to running a responsible airport starts with our passengers. We want to deliver the service our passengers expect at every stage of their airport journey. That s why we ve developed our passenger commitments in partnership with our key airlines, handling agents and other service providers. Our commitment to our passengers is quite simple: We ll treat you as our guest - we ll always try and offer you the very best possible airport experience or make it right if we don t; Support for our passenger commitments On behalf of our airlines, I fully endorse Gatwick s commitment to passenger service. Martin Spiers Chairman, Airline Operators Committee We hate queues - we know you do too, so Gatwick is working hard with our staff and airport partners to keep queues in all areas to a minimum; We love to be on time - we ll do our best to get you away on time. To find our more about our passenger commitments visit business/about/our-passengercommitments/ 12

13 PASSENGER SERVICE We ll treat you as our guest Our passenger commitments offer the very best possible experience, keeping queues to a minimum and doing our best to get our passengers away on time - are embedded throughout our operations. In this section we go beneath the surface to expose the plans behind our commitments. Tell us what you think and we ll always listen Our passenger experience team will listen to our passengers views and always respond promptly. Our twitter site has over 21,000 followers and is now a vital way of communicating to our passengers. The number of complaints we received in 2010 reduced by 12% from 2009, while our passenger compliments increased by 94% over the same period. If you need extra support, we ll be there to help Our passengers are all different and many require additional support while at the airport. To help we ve created dedicated assistance lanes within security areas and border zones (Immigration) at both terminals. We re also committed to working with our airport partners to offer the very best possible experience from the moment you arrive at the airport to when you board your plane. Gatwick Travel-Care Gatwick s on-airport dedicated charity offers support to passengers and their families in the event of an emergency, major incident or crisis at the airport. Now in it s 25th year, the Travel- Care team of staff and volunteers handle passengers travel related problems. With disruption from volcanic ash and civil unrest in North Africa and the Middle East, Travel-Care helped over 2,500 passengers in We ll give you the retail and catering brands you prefer We listen to passenger feedback and then use that information to improve our retail offer. To improve this process we launched Gatwick s own Qype service in This unique online function allows you to rate Gatwick s offer and the service you received here. In 2010 we received 73 positive comments about catering and only 7 negative comments. 13

14 We hate queues We ll make it quicker for you at check-in It s often a passenger s real first experience of the airport so we re investing in technology that allows our airlines to speed up the process. We re also supporting the expansion of online and self service check-in, together with new baggage systems that facilitate longer opening times, giving the passengers more options on when they want to check-in. Norwegian Air Shuttle opened a new self-service check-in that allows passengers to manage their own check-in process. Passengers receive a quicker service and the new style allows staff to offer a better service to passengers. We ll make it quicker for you at security We re investing 45m in new state-of-the-art security facilities in South Terminal. The new facility will bring together best practice from around the world including automated boarding card readers and a queuing system that lets passengers choose the shortest and quickest queue. The new technology will provide extra information that allows us to continually improve the process for our passengers. Average queue time was 1 min 47 seconds with over 97% of passengers taking less than five minutes to pass through security also saw us significantly reduce our longest queue time from 1 hr 52 minutes in 2009 to just 31 minutes. 14

15 We love to be on time We ll make it easier for you at passport control It s also about improving your journey when flying into Gatwick. So we re working with the UK Border Agency to deliver a secure and efficient passport control and they ve set themselves a target of 95% of EU passengers to be processed in under 25 minutes and 95% of non-eu passengers processed in under 45 minutes. We want to deliver performance that goes beyond these targets and through improving the consistency of passenger experience we expect 95% of EU passengers to be processed in under 10 minutes and 95% of non-eu passengers processed in no more than 20 minutes. We ll do our best to get you away on time We re making the way we run the airport more efficient. The introduction of airport collaborative decision making (where we work closely with our airlines and other partners to identify operational improvements) will improve punctuality and we work closely with our airlines to monitor performance and drive improvements that ensure our runway is operated as efficiently as possible. During 2011 we want to drive improvements to our on time performance by over 10%. 15

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17 A sustainable journey for our passengers With around 33 million people travelling through Gatwick in 2010, and ambitious plans in place to increase that to 40 million by 2020, enabling our passengers to make sustainable choices is an integral part of our strategy. This isn t just about telling our passengers about the good work that is going on behind the scenes, it s about presenting them with realistic and attractive options that make their journey to and through Gatwick more efficient and enjoyable. We want to talk to our passengers about what they want and then build upon the start made through Decade of Change to create a programme that makes people proud to choose Gatwick. We know what we want to deliver, but we need our passengers help to shape it. Engagement We ll start by simply talking to our passengers. We ll tell them what we are doing and get their thoughts on what we can do differently, and importantly, how they can participate. If we need to we ll run focus groups to help flesh things out a little more. Recycling, reducing and reusing Our figures show that each passenger generates around 0.3kg of waste while consuming 0.03m³ of water and 5 kwh of electricity. We ll make sure that passengers have the choice to recycle and the facilities to reduce their impact. We ll let them know what they can do through our website, Facebook and Twitter. Defining Gatwick s community programme We want our passengers, the majority of who live close to the airport, to help shape how we work with community groups. If we know what s important to them we can build an airportwide community programme around their ideas. Sustainable travel choices The way passengers and staff travel to the airport contributes to around 30% of Gatwick s total carbon footprint. Increasing the use of public transport through improved services will not only reduce the airport s carbon impact but also help provide an improved journey. 17

18 Running a responsible airport As an independent airport competing directly with Heathrow, Stansted, and other UK and European airports, we have established a management system that ensures we have the people, policies and processes to maximise the benefits of competition. The following pages include information on the improvements we ve made with regard to our people, how we manage safety and security across the airport, how we procure goods and services and how we make sure that our 1 billion investment programme is truly sustainable. OUR PEOPLE As Gatwick develops as a stand-alone business in a more competitive environment, the development of our people is key to our future success. We re building a world class team that will make sure we compete to become London s airport of choice. Developing our employees is central to our success. Our priorities are all aligned to individual s objectives so that everyone can clearly see the role they have to play. Our new training and development strategy focuses on strategic and people leadership, core capabilities and customer service. Improving how we engage with our employees is a high priority and 2011 will see the roll-out of our people strategy which focuses on developing the leadership skills of our 300 people leaders in order to improve performance and to engage positively with their teams. Customer service In 2010 over 1,000 security staff have achieved City & Guilds accreditation in Delivering Excellent Customer Service. By the end of 2011 our whole security workforce will have completed the programme, and we ll work with our partners to do the same for their staff. We are committed to achieving IiP accreditation by In 2011 we will appoint and train 30 internal reviewers to manage this process as we roll it out across our business. 18

19 OUR PEOPLE - KPIs 2008 (%) 2009 (%) 2010 (%) Male Female Age range 2008 (%) 2009 (%) 2010 (%) < Ethnic origin 2008 (%) 2009 (%) 2010 (%) Asian - all categories Black - all categories Chinese - all categories White - all categories Mixed - all categories Other Unallocated OUR PLANS FOR 2011/12 Complete our Delivering Excellent Customer Service training programme for all front line staff Roll out our plans for securing Investors in People accreditation Implement our People Leaders programme for all employees with managerial responsibilities Develop our relationship with Central Sussex College to explore the opportunity for apprenticeship schemes in other areas of our business Work with partners to support employee recruitment from the local area. 19

20 A safe and secure airport SAFETY With around 32 million passengers using the airport every year, and in excess of 23,000 staff working here, it is imperative that we maintain a safe environment in all areas of the airport at all times. Our approach to safety is embedded throughout our business. We also work with our airport business partners to ensure that they too adopt a rigorous approach towards safety. This includes all companies operating here - from construction to catering, and from handling agents to bus operators. We examine all issues from making sure our passengers and employees have a safe airport environment, to maintaining a strong approach to fire safety and through to ensuring that, as a business, we effectively mitigate and manage our operational and corporate risks. Managing Risk Our risk management process is embedded throughout our business and minimises the frequency and impact of undesired and unexpected events. Each department works closely with our risk management and business assurance teams to ensure that we have effective mitigation plans in place. The Executive Board and Audit Committee review the entire process to verify it is fit for purpose. Fire Safety In 2010 we delivered a multimillion pound project to replace the entire fire alarm system in South Terminal. This included 12,000 new parts and 69 fire alarm panels all linked together with about 200km of cables. Billed as one of the largest fire alarm replacement projects to be carried out anywhere in Europe, the devices are all linked and controlled centrally. The new system has already helped to improve our fire alarm monitoring and control capabilities. 20

21 SAFETY PERFORMANCE SMART Thinking In 2010 we ran an employee engagement programme under the Think SMART banner in support of the European Campaign for Safety and Health at Work - Safe Maintenance. This targeted hazardous activities associated with maintenance work in our engineering department - including working at height, with noise, around asbestos, and the campaign was well received by our employees and included posters in all work areas. Destination Zero Managing such a large construction programme requires a strong approach to safety and this is reflected in our Destination Zero initiative. Working with our construction partners is key to succeeding. We hold safety workshops, monthly safety meetings and require regular data from our contractors to track progress. In recognition of this approach both Morgan Sindall and Vinci Construction have picked up awards under the considerate construction scheme. OUR PLANS FOR 2011/12 Our aim is to achieve OHSAS the internationally recognized assessment specification for occupational health and safety management systems. This will help establish a framework for continually improving the airport s health & safety performance as well as providing external assurance that Gatwick s H&S systems are effective. Stage 1 assessments are due in November and we expect to achieve certification in We will be adopting a new incident management system in This will improve the quality and the applicability of the data we gather and enable us to better analyse the route cause of future incidents. We will focus on reducing the impact that unwanted fire evacuations cause to our passengers. We are determined to make significant reductions in the number of these in

22 Responsible procurement OUR APPROACH In 2010 we made huge improvements in the way we procure goods and services. A top to bottom review led to process improvements, stronger relationships with our key suppliers and importantly, the recognition of the role our suppliers play in making sure Gatwick grows sustainably. We ve improved our tendering process through the use of the e-delta online procurement programme, making it easier for suppliers to upload their submissions. Our previous system was not always cost-effective for smaller suppliers and did not fit with our ambition to create a more competitive market. Our pre-qualification questionnaires were re-written. These now focus on supporting Gatwick s overall ambition and include a greater emphasis on sustainable practices. We plan to supplement this with a new green procurement policy that will include specific measures that align with our Decade of Change targets, alongside measures to ensure that our partners actively embrace our approach to health & safety. Managing waste We knew we could increase our recycling rates. Our airport waste contract went out to tender and we were pleased to announce Biffa as our new contractor in February One of the deciding factors was that Biffa guaranteed they would not only meet but exceed our 2020 waste targets. Early progress has been good with significant increases in recycling rates already seen. SUSTAINABLE CLEANING We worked with our cleaning contractor OCS to look at how we can use industry best practice to improve the environmental impact of their cleaning operation here at Gatwick. Through a change in the way they work at the airport we have seen a reduction in the amount of chemicals used, and a substantial reduction in water consumption. Their innovative approach was recognised when they won a Green Apple Award earlier this year. 22

23 PROCUREMENT PERFORMANCE Supporting our local economy From an operational perspective we estimate that around 15% of all our first tier suppliers are based within the Gatwick Diamond area. This equates to an annual spend of 30 million. Our commitment to supporting the local economy is cemented through our involvement in the Gatwick Diamond Meet the Buyers programme. Through this we encourage our main contractors to sub-contract with local suppliers. In 2010 all our major construction firms were present at the main event which saw around 3 million of contracts placed with local and regional firms. In total some 350 companies took part in the programme which included a series of seminars aimed at giving companies the skills and knowledge they need to tender for work. OUR PLANS FOR 2011/12 We want to continue our improvement programme into Alongside our plan to introduce a new green procurement policy, in 2011 we are looking at Implementation of new purchase to pay system and increase the use of e-procurement Reviewing options for implementation of e-auction procurement system Launch supplier innovation awards scheme Everyone within the GAL Procurement team to be CIPS qualified Work with our partners to develop an improved Meet the Buyers programme. 23

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25 BUILDING A SUSTAINABLE AIRPORT We are now transforming Gatwick into the airport of choice for all our customers. One of our key priorities this year was to deliver our 1 billion capital investment programme (CIP) more effectively and efficiently. We have re-evaluated the programme and believe that we have set out a better use of the remaining capital by focussing on the needs of our airlines and passengers. In fact, we plan to deliver more with the CIP with a fresh approach to all areas, especially security and check-in. We are investing in new facilities, equipment and systems to modernise the airport, expand our capacity, and improve the levels of service to our passengers in all areas. Gatwick will become a bright contemporary space that works seamlessly to provide great customer experience at the same time as being flexible enough to deal with increasing passenger numbers. We have entered the main construction phase of the revised CIP with recent completed projects including the new inter-terminal shuttle, the North West Zone development and the consolidated ST security area. Sustainability is embedded throughout our construction process. Our project development process focuses on energy reduction, waste management and the use of sustainable materials and our targets and values are shared by our prime contractors. North West Zone As part of Gatwick s preparation for large bodied aircraft like the A380 six new stands were opened in our North West Zone in June We worked with our contractors to recycle 99.9% of construction, demolition and excavation waste amounting to over 150,000 tonnes of waste being recycled! A busy month July 2010 saw the opening of Gatwick s new inter-terminal shuttle along with the opening of the North Terminal s new passenger interchange and forecourt. Both projects improve the passenger experience and make Gatwick more accessible to passengers choosing to travel to and from the airport by public transport. 25

26 OUR PERFORMANCE IN 2010 Alongside the projects already mentioned 2010 also saw the replacement of the ST immigration hall ceiling and the straightening of Taxiway Juliet, that along with the North West Zone prepares Gatwick for the arrival of the A380. We also completed numerous smaller projects across the airport including the refurbishment of Pond E where over a 1,100 tonnes of silt was removed and used to fertilize local fields ACHIEVEMENTS In 2010 we launched our new sustainable materials strategy to provide information to our key suppliers regarding what materials they can use within airport developments. The strategy makes sure that the design of projects uses materials are in line with the BRE Green Guide to Specification, and that projects consider Design for Deconstruction to maximise the opportunity for reuse or recycling at end of life. We work closely with our construction partners to increase material reuse and waste recycling levels as much as possible. In 2010 this resulted in 98% of CIP construction waste being reused or recycled. From a wider perspective, in 2010 the construction teams actively helped Gatwick to retain our ISO accreditation, the environmental management system. OUR PLANS FOR 2011 Adopt WRAP Halving Waste to Landfill commitment Develop new construction waste targets, establishing separate reporting of excavation, demolition and construction waste streams Secure Environment Agency agreement regarding storage of concrete and planing waste on-site for reuse on future projects Reuse silt from Pond A and transplant reed beds to a local watercourse to improve water quality Continue replacement programme of R22 ozone depleting gases within the cooling systems Undertake benchmarking exercise with other large infrastructure providers to identify best practice of integrating sustainability into development programmes Work with our construction partners to encourage the use of local sub-contractors. 26

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28 Our sustainability strategy In 2010 we launched our Decade of Change sustainability strategy. This set challenging targets for delivery across ten key issues by The following pages detail our approach, our performance and our plans for each of these. 28

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30 community At the heart of our community Gatwick s status as a major source of employment in the South East means we have a significant responsibility towards our local community. Our work with the community is an integral part of Gatwick being trusted as a good neighbour. Our community programme is led through our continuing support for the Gatwick Airport Community Trust (GACT). We donated 170,000 in 2010 in line with our S106 Legal Agreement. On top of this we ve continued our work with Gatwick Greenspace a charity that focuses on improving the health and biodiversity at Gatwick and at locations around Crawley and Horsham. To strengthen our ties with the local community we sponsored the Sussex Weald bike ride, a fundraiser for St Catherine s Hospice also saw Gatwick become a founding member of the Crawley- Gatwick Business Community Partnership and we will look at groups like these to provide further opportunities for us to work with our local stakeholders on a range of community issues PERFORMANCE Sussex Weald Bike Ride In 2010 we became the main sponsor of St Catherine s Hospice annual charity bike ride. Our aim is to encourage over 100 airport staff to take part in the event and help some much needed funds for such an important local charity. 30

31 Gatwick Airport Community Trust An independent charity set up with West Sussex County Council and Crawley Borough Council which has awarded some 1 million in grants to over 1,000 projects since its launch. In 2010 we gave 170,000 to the Trust as part of our S106 Legal Agreement. Of this 21,000 was awarded to Worldwide Volunteering for Young People to part-fund a programme to inform local young people about the benefits and opportunities that volunteering presents. Full details of all the grants can be found at uk/10grantlist.htm OUR COMMUNITY PLANS A new approach We understand that it s important to work closely with our local communities and want to make sure that while the benefits of Gatwick are felt by all, any negative impacts are also openly discussed and mitigated wherever possible. In 2011 we are revitalising our approach to community engagement, and will look to involve our airport partners, passengers and staff to help create a true community approach. We need to know the issues that are important to our neighbours and develop a community programme that reflects this. OUR PLANS FOR 2011/12 The development of a revised property insulation scheme that mitigates the impact of aircraft noise A new community giving programme that is led by our passengers and airport staff Closer working with existing community groups to ensure that the airport as a whole plays it s part - including education and skills A co-ordinated approach that looks to align our community programme with those of our airport partners Establish food sharing scheme between airport catering companies and community local groups Development of a biodiversity programme that reflects the value of maintaining a healthy estate. By the end of 2011 we will publish a 10 point action plan that outlines our approach to community engagement to

32 ECONOMY Our contribution to a strong local economy As a major catalyst for growth in the South East we have a significant role to play in ensuring the continued strength of the region s economy and in providing the international connectivity critical to the wider UK economy. This is a responsibility we take seriously. We want to become London s airport of choice and we want to make sure that as we grow, we continue to play our part in attracting and retaining significant investment in London, the Gatwick Diamond area and the UK as a whole. We work closely with government at a local and national level, and with our airlines and business partners to make sure the full economic value of Gatwick is realised. At a local level our annual Meet the Buyers programme continues to go from strength to strength. We are a key sponsor of the event and supporting seminars that are designed to provide local firms with the opportunity and necessary skills to successfully tender for work at the airport PERFORMANCE Apprenticeship programme In 2010 our engineering team offered 11 apprenticeships and we want to build upon this and offer 13 in As part of our role as a responsible business we encourage the development of specialist work placements and internships within relevant areas of our business. Gatwick Meet the Buyers We were a main sponsor of the Gatwick Meet the Buyers programme in The event, designed to make the airport s supply chain more accessible to local suppliers, saw around 400 delegates from over 350 companies taking part. Initial estimates predict that nearly 3 million worth of contacts will be placed with firms that attended the event. 32

33 SUPPORTING THE LOCAL ECONOMY ECONOMY - THE FACTS with companies in the Gatwick 39 MILLION Diamond OPERATIONAL SPEND 200 companies operating on-airport OUR PLANS FOR 2011/12 In 2011 we will remain focused on engaging with all levels of government to ensure Gatwick s economic value is realised. On a local level we will strive to make the airport s supply chain more accessible through events like Meet the Buyers. We ll look to drive forward the Meet the Buyers programme through greater involvement of airport partners, and through a re-invigorated approach with our local authority partners Gatwick employs 23,000 people 2.3 Billion contribution to the economy We ll work closely with the Crawley Local Economic Action Group (LEAG) to make sure our plans are aligned Locally, we ll talk to other business groups to identify ways of working together better Gatwick supports around 13,000 off-site jobs across region 360 Million Air Passenger Duty paid by passengers using the airport We ll work with partners to look at how skills based volunteering can help local and regional firms During 2011 we will develop a 10 point action plan that outlines our approach to how we work with our partners to strengthen the local economy through to

34 LOW CARBON A LOW CARBON GATWICK We have a responsibility to manage the airport s carbon emissions. Even though we are only directly responsible for less than 15% of the airport s carbon emissions we work with our partners here and across the industry to mitigate all emissions associated with Gatwick. We have already set ourselves the target of reducing emissions under our control by 50% before 2020 and by the end of 2009 we were just over halfway to achieving this. The next few years will see us invest heavily in our buildings to improve their energy efficiency and in alternative forms of energy generation. In order to achieve our targets we have to work with our airport partners and key stakeholders to drive industryleading initiatives as well as ensuring we have an aligned approach to carbon management and reduction. A credible approach to carbon 2010 saw our approach to carbon management receive accreditation through both the Carbon Trust Standard and through the Airport Council International s (ACI) Airport Accreditation Award. We re proud of the fact that our approach has been recognised by these two organisations and are committed to reducing our carbon impact CARBON KPIs We calculate Gatwick s total carbon footprint on an annual basis Scope 1 (tco2eq) 16,492 Scope 2 (tco2eq) 88,278 Scope 3 (tco2eq) 608,687 Total airport footprint 713,457 (tco2eq) 34

35 2010 PERFORMANCE We ve appointed consultants RSK to calculate the airport s total carbon emissions, and asked them to include emissions generated beyond our direct control - for example, how passengers travel to the airport, aircraft movements on the airfield and up to 3,000ft. Their assessment showed that in 2010 the airport s footprint decreased by nearly 2% to 721,502 tco2eq. Severe snow and the subsequent disruption to flights in the early and latter parts of the year meant that we needed to operate in a more energy intensive way to keep our passengers comfortable. Of the total footprint we were directly responsible for only 95,605 tco2eq. This is an increase over 2009 and is due to an increase in gas used at the airport as a result of significant bad weather seen in 2010 and the resulting need to keep our passengers comfortable and the airport operational. OUR PLANS FOR 2011/12 Submission of the Climate Change Adaptation report Submission of the Carbon Reduction Commitment (CRC) energy efficiency report To attain the ACI s Airport Level 3 Carbon Accreditation Review Gatwick s climate change report for publication of a revised report in 2012 Publish Gatwick s carbon action plan setting out our approach through to OUR PLANS THROUGH TO 2020 Define a low-carbon Gatwick Gatwick s low-carbon roadmap is to be assessed to seek 30% carbon reduction by 2015 Reduce our carbon emissions (scope 1 and 2) by 50% against 1990 baseline. 35

36 AIR QUALITY Managing air quality OUR APPROACH We manage emissions in a responsible manner while driving compliance with air quality standards and seeking to improve on those standards where practicable. We have been managing Gatwick s air quality impact for many years and have made significant progress. Our goal is to maintain that trend. To achieve this and continue to grow sustainably we must act on all sources of pollution, forecast local air quality changes and continue to measure performance air quality modelling In 2010 AEA Technology undertook the forecast emissions inventory and dispersion modelling for 2015 for Gatwick Airport. The following were identified as priority pollutants in the airport context: NOx, NO ², PM 10 (μg/m 3 ) and PM 2.5. The results of the air quality modelling shows that the concentration of all relevant pollutants is going to decrease by 2015 in comparison to current concentrations. Therefore, there are no exceedances within the dedicated air quality management area (AQMA) and the air quality objective for NO ² for Horley Gardens will be met AIR QUALITY KPIs Nitrogen dioxide (μg/m³) 37 PM 10 (μg/m³) 21 36

37 2010 PERFORMANCE To reduce the air quality impact of aircraft operations we encourage operators to minimise the use of aircraft engines during turnaround. To enable this, we ensured that fixed electrical ground power was available over 99.9% of the time, and recorded 99% compliance with our restrictions on use of auxiliary power units. An increase in the annual average NO ² concentrations from 34 to 37 μg/m³ and no change in PM 10 concentrations, they remained constant at 21 μg/m³, were measured at our air quality monitoring sites. PERFORMANCE AGAINST 2010 ACTIONS A pre-conditioned air feasibility study was completed in September 2010 and circulated to appropriate stakeholders. The air quality predictive emission inventory for 2015 was completed in March 2010 and the dispersion modelling for 2015 in June We reviewed NOx reduction targets with our airlines and revised our aircraft charging mechanism accordingly. We paid 65,000 to Reigate and Bansted Borough Council in April 2010 as financial support for their activities relating to air quality in the vicinity of the airport. OUR PLANS FOR 2011/12 Review of the predicted emission inventory for 2010 against actual emission data for 2010, and if there are significant differences, an estimate of the likely effect on the accuracy of the modelled air quality for 2010 will be made using an appropriate method Review and update the air quality action plan for implementation in 2012 Understand our impacts and develop a plan for mitigation Publish Gatwick s air quality action plan setting out our approach through to OUR PLANS THROUGH TO 2020 Improve local air quality with the launch of a Gatwick carbon management zone Incentivise the use of cleaner vehicles on the airfield Continually review our air quality impacts to maintain the positive trend. 37

38 NOISE Managing our noise impacts We are committed to reducing and mitigating airport-related noise. To achieve this we actively work with Government, industry, business partners and the local communities. Limiting and reducing the impact of noise is critical to maintaining our licence to operate and grow. We have a robust and detailed noise strategy established in conjunction with local authority partners, which is supplemented by the recent adoption of our European Noise Directive (END) action plan by the Secretary of State for Environment, Food and Rural Affairs (DEFRA). It is important that we continue to engage with and gain the trust of our stakeholders and demonstrate best practice to reduce the impacts of aircraft noise NOISE KPIs CDA compliance 89.7% Total noise infringements 0 We received 4,955 calls about noise issues from 485 callers in 2010 Aircraft noise engagement Our flight evaluation unit has participated in a number of airline liaison events hosted by Air Traffic Control. Through these we explained the benefits of continuous descent approach (CDA) in which aircraft approach the airport in a constant angle of descent to reduce throttle - which saves fuel and reduces noise impacts on the local communities. Discussions were also held regarding track-keeping and exploring ways in which to improve it. Since these meetings, improvements in both areas have been noted. 38

39 2010 PERFORMANCE We monitor and communicate performance of our airlines in a number of ways - please visit our website for more information. Nearly 90% of arriving flights used CDA in 2010 across a 24 hour period. The most sensitive time is the night quota period when we recorded 94% achievement, an increase of 2% from PERFORMANCE AGAINST 2010 ACTIONS We assessed the feasibility of operating a runway preference. We completed a review of our noise insulation scheme. Work is continuing with our partners in sustainable aviation to publish a best practice guide for departures. We will work with the Government on the forthcoming night flights consultation which has been rescheduled for OUR PLANS FOR 2011/12 Introduce a Fly Quiet and Fly Clean programme with our airline partners Host a local focus forum on air and ground noise Develop an alternative set of metrics for communicating noise issues The development of a revised property insulation scheme that mitigates the impact of aircraft noise Keep abreast of all Government research into noise and health effects Increase engagement with communities affected by aircraft and airport noise. OUR PLANS THROUGH TO 2020 We aim to be recognised as the leading major international airport on noise management. To achieve this we will gain the trust of our stakeholders and ensure we are using best practicable means to minimise aircraft noise impacts. 39

40 TRANSPORT Surface access Our aim is to make sure that Gatwick is well connected through a wide range of high quality transport links both locally and nationally. We aim to maximise the choice of travel options for both passengers and staff, reflecting their different needs. Gatwick is home to the UK s busiest rail station and we already see more passengers travelling by public transport than any other UK airport. With approximately 40 million passenger and staff journeys to and from the airport each year, the demand for travel is substantial. We estimate that this accounts for around 30 of the airport s total carbon footprint. Therefore, encouraging the use of public transport is key to reducing our carbon impact as well as reducing congestion on surrounding roads. We work closely with local and national Government, transport operators and other stakeholders to ensure that Gatwick has the public transport services and supporting infrastructure that reflect the needs of a growing international airport. Gatwick Station In partnership with Network Rail, Gatwick has agreed the 53million redevelopment of the rail station, providing an enhanced concourse and additional track and platform capacity. This is expected to be complete by early 2014 and will provide a much better passenger experience as well as increasing capacity for more rail services in the future. Gatwick Commuter We offer a dedicated Gatwick Commuter travel service to the 23,000 staff based on the airport site. This encourages the use of local bus, coach and rail services through substantial discounts. We also run a liftshare scheme to reduce car use and encourage staff to cycle through discounted bike purchase schemes. 40